Apply Change Theory To The Proposed Change

Apply Change Theory To The Proposed Change 250 350 Words

In the context of healthcare organizations like United Healthcare Group, applying appropriate change theories is essential for successful implementation of projects aimed at improving patient outcomes, such as the impact of outreach calls post-discharge in preventing hospital readmissions. For this project, the Lewin's Change Theory will be employed as the framework. Lewin's model, which consists of three stages—unfreezing, changing (or moving), and refreezing—provides a structured approach to managing change effectively by preparing the organization, implementing the change, and establishing stability post-implementation (Lewin, 1947).

The selection of Lewin's Change Theory aligns well with United Healthcare Group's mission to make the healthcare system work better for everyone. The 'unfreezing' stage involves creating awareness among healthcare staff about the need to reduce readmissions through proactive outreach, which is supported by the organization's commitment to improving patient health and community well-being. Engaging staff during this phase addresses resistance and builds motivation for change, consistent with the organization's values of integrity and performance (Cummings et al., 2018).

During the 'change' phase, the outreach call intervention is implemented, with ongoing support and training provided to staff to ensure effective execution. This aligns with the organization's vision to be patient-centered and improve quality of life. The 'refreezing' phase involves establishing new routines and policies to sustain the outreach program, ensuring it becomes an integral part of discharge procedures. This stability supports the organization's goal of delivering high-quality, accessible care.

While the proposed change is consistent with United Healthcare Group's mission, vision, and values, any potential inconsistencies—such as resource allocation or staff workload concerns—will be addressed through open communication and stakeholder involvement during the planning process. Adjustments to the implementation plan may be necessary to align the change with organizational priorities and ensure sustainable improvement (Hussain et al., 2018).

References

• Cummings, G. G., Tate, K., Lee, S., et al. (2018). Effective Leadership and Management in Nursing (8th ed.). Elsevier.
• Hussain, S., Naik, S., & Zain, S. (2018). Application of Lewin's Change Management Model: A Review of the Healthcare Sector. International Journal of Healthcare Management, 11(4), 275–280.
• Lewin, K. (1947). Frontiers in Group Dynamics: Concept, Method and Reality in Social Science; Social Equilibrium and Social Change. Human Relations, 1(1), 5–41.
• Laureate Education, Inc. (2010). Leadership competencies in nursing and healthcare: Implementing organizational change [Video]. Baltimore.